1. BCOM 7 7 Delivering Bad-News Messages LEHMAN/ DUFRENE
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2. LEARNING OUTCOMES
1 Explain the steps in the inductive outline, and understand its use for specific situations
2 Discuss strategies for developing the five components of a bad-news message
3 Prepare messages refusing requests and claims
4 Prepare messages handling problems with customers’ orders and denying credit
5 Prepare messages providing constructive criticism
BCOM7|CH7
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3. 7 Prepare messages communicating negative organizational news
LEARNING OUTCOMES (continued)
7 Prepare messages communicating negative organizational news
8 Prepare messages responding to crises
BCOM7|CH7
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4. Choosing an Appropriate Channel and Organizational Pattern
Delivering bad news requires the communicator to:
Allow empathy for the receiver to direct the choice of an appropriate channel
Outline a logical discussion of the facts and unpleasant information
Use tactful and effective language to help in developing a clear and sensitive, message
BCOM7|CH7
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5. Channel Choice and Commitment to tact
Personal delivery
Preferred medium for delivering bad news
Signals the importance of the news and shows empathy for the recipient
Carries a level of discomfort and the potential for escalation of emotion
Tread with caution while delivering electronic messages
BCOM7|CH7
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6. Using the Inductive Approach to Build Goodwill
Bad news
Accompanies supporting reasons and explanations
Leads to a negative reaction when presented in the first sentence
Needs to be organized in a way that emphasizes the reasons
Reasons must precede the bad news
BCOM7|CH7
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7. Inductive Outline Used in Bad-News Messages Figure 7. 1
BCOM7|CH7
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8. Exceptions to the Inductive Approach
Inductive outline is appropriate when the writer’s purpose is to:
Convey a clear message
Retain the recipient’s goodwill
Deductive approach should be used when it serves the communicator’s purpose
BCOM7|CH7
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9. Developing a Bad-News Message
Suggestions
Introductory paragraph
Explanation
Bad-news statement
Counterproposal or “silver lining idea”
Closing paragraph
BCOM7|CH7
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10. Writing the Introductory Paragraph
Objectives
Provide a buffer to cushion the bad news that will follow
Let the receiver know what the message is about without stating the obvious
Serve as a transition into the discussion of reasons without:
Revealing the bad news
Leading the receiver to expect good news
BCOM7|CH7
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11. Guidelines for Developing the Reasons Section
Provide a smooth transition from the opening paragraph to the explanation
Include a concise discussion of reasons that are logical to the receiver
Show receiver benefit and/or consideration
Avoid using “company policy” as the reason
BCOM7|CH7
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12. Techniques in Writing the Bad-News Statement
Position the bad-news statement strategically
Use passive voice, general terms, and abstract nouns
Use positive language to accentuate the positive
BCOM7|CH7
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13. Offering a Counterproposal
Counterproposal: Alternative to the action requested that follows the negative news
Assists in preserving future relationships with the receiver
Eliminates the need to state the refusal directly
Follows a refusal stated in a tactful, sensitive manner
Need to ensure that the idea does not seem superficial or minimize the recipient’s situation
BCOM7|CH7
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14. Demonstrates empathy without further reference to the bad news Goals
Closing Positively
Demonstrates empathy without further reference to the bad news
Goals
De-emphasize the unpleasant part of the message
Add a unifying quality to the message
Include a positive, forward-looking idea
BCOM7|CH7
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15. Refusing a Request
Involves inductive approach while refusing a favor, an action, or a donation
Needs clear, understandable reasons to minimize the receiver’s disappointment
Refusing employees’ requests requires sensitivity and complete, honest explanations
BCOM7|CH7
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16. Inductive approach is helpful in communicating with customers
Denying a Claim
Necessary when:
Warranty is not applicable or has expired
Customer has misused the product
Company cannot oblige customers request
Inductive approach is helpful in communicating with customers
Requires reasons to be presented objectively and positively
BCOM7|CH7
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17. Major portion of the message should be an explanation for the denial
Denying Credit
Major portion of the message should be an explanation for the denial
Helps writers to:
Establish fair-mindedness
Show that the decision was not arbitrary
Helps readers attain guidance value
Fair Credit Reporting Act: Provides consumers the right to know the nature of the information in their credit file
BCOM7|CH7
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18. Delivering Constructive Criticism
Benefits
Gives the communicator a feeling of having exercised a responsibility
Points out changes that need to be made
Helps the people involved to modify their techniques and be successful
To be avoided when the communicator:
Possesses intent to hurt others
Includes unethical and illegal information
Inclusion of specific verifiable facts is imperative
BCOM7|CH7
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19. Communicating Negative Organizational News
Managers communicating in a sensitive, honest, and timely manner helps:
Calm employee’s fears and doubts
Build positive employee and public relations
Provides opportunities to treat employees, customers, and the public with respect
Help build trust and unity
BCOM7|CH7
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20. Steps in Responding to Crisis Situations
Anticipate potential crises in terms of vulnerability and what could happen
Establish emergency procedures
Identify the person to be contacted
Plan for multiple means of disseminating information
Ensure current contact information is available for all pertinent parties
Maintain an up-to date fact sheet about the company
BCOM7|CH7
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21. KEY TERMS Counterproposal Fair Credit Reporting Act BCOM7|CH7
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22. asdafwfrw
SUMMARY
Use tactful and effective language to aid development of a clear, sensitive message
To develop bad-news messages, use an introductory paragraph, explanation, bad-news statement, counterproposal, and a closing paragraph
Use inductive approach to refuse requests for a favour, a donation, or an action
Claim refusal is used when warranty has expired or when a product has been misused
Identify risks before communicating a problem at organizational level
BCOM7|CH7
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